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El. knyga: Strategic Management in Construction

4.00/5 (2 ratings by Goodreads)
(Shrathclyde University in Glasgow), (Professor of Building Engineering, Construction Management, Leeds University)
  • Formatas: PDF+DRM
  • Išleidimo metai: 15-Apr-2008
  • Leidėjas: Wiley-Blackwell
  • Kalba: eng
  • ISBN-13: 9780470680049
Kitos knygos pagal šią temą:
Strategic Management in ConstructionDidesnis paveikslėlis
  • Formatas: PDF+DRM
  • Išleidimo metai: 15-Apr-2008
  • Leidėjas: Wiley-Blackwell
  • Kalba: eng
  • ISBN-13: 9780470680049
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This book reviews the general theory of strategy, relates it to the particular circumstances of the construction industry, and shows how it can be applied in practice. It brings together ideas from economics, marketing, management, business and politics to develop strategic management for both contractors' firms and the associated professions. Substantial changes have occurred in the industry since the book was first published in 1991. This Second Edition reflects the major developments that have followed the Latham and Egan reports, and includes new chapters on international strategy and marketing, showing how they can contribute to the strategic planning of construction organizations.

The book will provide a valuable tool for the strategic development of construction firms.



"Ten years separate the editions during which period a significant number of British, (and other), construction firms which had survived generations of proprietors merged, changed beyond recognition or ceased trading. One can not but wonder if publication of a work on strategic planning some twenty year earlier might have saved some of them." Construction Manager



"The book presents the essential elements for managing at this higher level and should be a must for any construction professional who aspires to an executive position in industry as well as any student for construction management, project management and organizational management in construction. It comes highly recommended" Engineering, Construction and Architectural Management
Preface vi
Introduction
1(10)
Part A - Construction and its business environment
Construction - an overview of the market
11(17)
Industrial building
12(1)
Commercial building
13(1)
The housing market
14(3)
Repairs and maintenance
17(1)
Making sense of the trends
17(11)
The strategic role of the actors in the construction process
28(14)
The evolution of the construction industry in the post World War II era
28(14)
Clients, constructors and competencies
42(17)
Introduction
42(1)
The concepts of product and project life cycles in construction
42(1)
The strategic concepts of industry and market in construction
43(2)
Market structure, price determination and competition in construction
45(7)
Conclusion
52(7)
Part B - Concepts of strategic management
The firm and the strategic management process
59(33)
Introduction
59(8)
The strategic management process
67(13)
The strategic management process and organisational change
80(2)
The management of change in construction
82(1)
Strategic behaviour
83(6)
Conclusion
89(3)
Strategic behaviour of construction firms
92(31)
Introduction
92(2)
Core business and core competencies in construction
94(5)
Levels of strategy
99(1)
Managing the diversified construction firm
100(11)
Strategies at the operating core in contracting firms
111(1)
Project portfolios and potential capacity
112(1)
Sub-contracting as a production strategy within project portfolios
113(2)
The management resource in construction firms as a source of competitive advantage - resolving a strategic paradox
115(4)
Conclusions
119(4)
Strategies for international construction
123(34)
Background
123(1)
International business strategy
123(2)
Size and structure
125(4)
Reasons for internationalism
129(3)
Characteristics and obstacles to internationalisation
132(3)
Competitive advantage and strategy in international construction
135(1)
Competitive advantage in international construction
136(5)
Factor conditions
141(1)
Domestic demand conditions
142(1)
Related and supplier/sub-contractor industries
142(1)
Firm strategy, structure and competitiveness
142(2)
Country analysis
144(2)
General overview
146(4)
Strategic positioning competitive intelligence
150(7)
Part C - Techniques for the strategic planner
Portfolio management, Delphi techniques and scenarios
157(18)
Business portfolio management
157(1)
The Boston Consulting Group growth-share matrix
157(2)
Portfolio management and the construction industry
159(3)
Delphi techniques
162(4)
Scenarios
166(5)
Cross impact analysis
171(4)
Marketing and promotional strategies in construction
175(20)
Introduction
175(1)
The marketing concept
176(1)
Marketing orientation and relationship marketing philosophy
176(1)
Service quality and customer satisfaction
177(1)
Internal marketing
178(1)
Internal customer satisfaction
179(1)
Customer care
179(1)
Marketing strategies - market choice and segmentation
180(3)
The marketing mix in service industries
183(1)
Promotional strategies
183(1)
Promotional media (personal/non personal)
184(2)
Co-focusing on customer service - the problems to be overcome
186(9)
Part D - Summary
A synthesis of strategic management in construction
195(48)
Introduction
195(1)
Strategic management in the construction industry
196(1)
Industries and markets in construction
197(1)
Entry and exit barriers exist in an industry
198(2)
The nature of the firm
200(1)
The firm's product in construction
201(1)
Core business, core competencies and distinctive capabilities
201(1)
Innovation in construction
202(1)
Typologies of firms
203(1)
Strategy
204(2)
Structuring the strategic management process
206(2)
The decision-making role of the strategist
208(2)
The elements of competitive strategy
210(1)
The marketing function and its contribution to competitive advantage
211(3)
Tools, techniques and methodologies for competitive advantage
214(2)
Construction corporations and contracting corporations
216(3)
Structure, strategy and process - managing the diversified construction firm
219(1)
Construction strategies
220(3)
Project portfolios and potential capacity
223(1)
Sub-contracting as a production strategy within project portfolios
224(1)
Management as a source of competitive advantage
225(1)
Supply chain management in construction
226(3)
International construction
229(1)
Conclusions on managing construction corporations
230(1)
The consultants - the construction professions
231(2)
Implications for professional practices and the building professions by size of firm
233(2)
Conclusions on managing construction consultancies
235(1)
Conclusions
236(1)
A contingency model of strategic management for construction
237(6)
Index 243


Dave Langford is the Director of the Graduate School in the Department of Architecture & Building Science at Shrathclyde University in Glasgow. He has contributed to the field of construction management for over 25 years and has lectured and consulted throughout the world. He has written many academic papers and several books including two which he co-authored for Blackwell, Strategic Management in Construction and Construction Management in Practice.

Steven Male is Director of Steven Male Associates Limited, a specialist company dealing with consultancy assigments, research, and training in value-for-money in property and physical infrastruture asset management. He is currently working on a series of transport-related assignments for the World Bank. Prior to this Steven was Professor in Property & Infrastructure Asset Management at the University of Leeds.
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